Test Bank for Nursing Leadership and Management
v v v v v v
Chapterv1:vNursingvLeadershipvandvManagementv
MULTIPLEvCHOICE
1. AccordingvtovHenrivFayol,vthevfunctionsvofvplanning,vorganizing,vcoordinating,vandvcontrollingv
arevconsideredvwhichvaspectvofvmanagement?
a. Roles
b. Process
c. Functions
d. Taxonomy
ANS:vB,vThevmanagementvprocessvincludesvplanning,vorganizing,vcoordinating,vandvcontrolling.vManagementvrolesvincludevinf
ormationvprocessing,vinterpersonalvrelationships,vandvdecisionvmaking.vManagementvfunctionsvincludevplanning,vorganizing,vstaf
fing,vdirecting,vcoordinating,vreporting,vandvbudgeting.vAvtaxonomyvisvavsystemvthatvordersvprinciplesvintovavgroupingvorvclassif
ication.
2. Whichvofvthevfollowingvisvconsideredvavdecisionalvmanagerialvrole?
a. Disseminator
b. Figurehead
c. Leader
d. Entrepreneur
ANS:vD,vThevdecisionalvmanagerialvrolesvincludeventrepreneur,vdisturbancevhandler,vallocatorvofvresources,vandvnegotiator.vTh
evinformationvprocessingvmanagerialvrolesvincludevmonitor,vdisseminator,vandvspokesperson.vThevinterpersonalvmanagerialvrol
esvincludevfigurehead,vleader,vandvliaison.
3. Avnursevmanagervmeetsvregularlyvwithvothervnursevmanagers,vparticipatesvonvthevorganization
svcommittees,vandvattendsvmeetingsvsponsoredvbyvprofessionalvorganizationsvinvordervtovmanagevre
lationships.vThesevactivitiesvarevconsideredvwhichvfunctionvofvavmanager?
a. Informing
b. Problemvsolving
c. Monitoring
d. Networking
ANS:vD,vThevrolevfunctionsvtovmanagevrelationshipsvarevnetworking,vsupporting,vdevelopingvandvmentoring,vmanagingvconflic
tvandvteamvbuilding,vmotivatingvandvinspiring,vrecognizing,vandvrewarding.vThevrolevfunctionsvtovmanagevthevworkvarevplanni
ngvandvorganizing,vproblemvsolving,vclarifyingvrolesvandvobjectives,vinforming,vmonitoring,vconsulting,vandvdelegating.
4. Avnursevwasvrecentlyvpromotedvtovavmiddle-
levelvmanagervposition.vThevnursesvtitlevwouldvmostvlikelyvbevwhichvofvthevfollowing?
a. First-linevmanager
b. Director
c. Vicevpresidentvofvpatientvcarevservices
d. Chiefvnursevexecutive
ANS:vB,vAvmiddle-levelvmanagervisvcalledvavdirector.vAvlowvmanagerial-vlevelvjobvisvcalledvthevfirst-
linevmanager.vAvnursevinvanvexecutivevlevelvrolevisvcalledvavchiefvnursevexecutivevorvvicevpresidentvofvpatientvcarevservices.
5. AvnursevmanagervwhovusesvFrederickvTaylorsvscientificvmanagementvapproach,vwouldvmostvlikelyv
focusvonvwhichvofvthevfollowing?
, a. Generalvprinciples
b. Positionalvauthority
c. Laborvproductivity
d. Impersonalvrelations
ANS:vC,vThevareavofvfocusvforvscientificvmanagementvisvlaborvproductivity.vInvbureaucraticvtheory,vefficiencyvisvachievedvthroug
hvimpersonalvrelationsvwithinvavformalvstructurevandvisvbasedvonvpositionalvauthority.vAdministrativevprinciplevtheoryvconsistsv
ofvprinciplesvofvmanagementvthatvarevrelevantvtovanyvorganization.
6. AccordingvtovVroomsvTheoryvofvMotivation,vforce:
a. isvthevperceivedvpossibilityvthatvthevgoalvwillvbevachieved.
b. describesvthevamountvofveffortvonevwillvexertvtovreachvonesvgoal.
c. describesvpeoplevwhovhavevfreevwillvbutvchoosevtovcomplyvwithvordersvtheyvarevgiven.
d. isvavnaturallyvformingvsocialvgroupvthatvcanvbecomevavcontributorvtovanvorganization.
ANS:vB,vAccordingvtovVroomsvTheoryvofvMotivation,vForcevdescribesvthevamountvofveffortvonevwillvexertvtovreachvonesvgoal.v
Valencevspeaksvtovthevlevelvofvattractivenessvorvunattractivenessvofvthevgoal.vExpectancyvisvthevperceivedvpossibilityvthatvthevgoal
vwillvbevachieved.vVroomsvTheoryvofvMotivationvcanvbevdemonstratedvinvthevformvofvan vequation:vForcev=vValencevExpectancy
v(Vroom,v1964).vThevtheoryvproposesvthatvthisvequationvcanvhelpvtovpredictvthevmotivation,vorvforce,vofvan vindividualvasvdescribe
dvbyvVroom.
7. AccordingvtovR.vN.vLussier,vmotivation:
a. isvunconsciouslyvdemonstratedvbyvpeople.
b. occursvexternallyvtovinfluencevbehavior.
c. isvdeterminedvbyvothersvchoices.
d. occursvinternallyvtovinfluencevbehavior.
ANS:vD,vMotivationvisvavprocessvthatvoccursvinternallyvtovinfluencevandvdirectvourvbehaviorvinvordervtovsatisfyvneeds.vMotivatio
nvisvnotvexplicitlyvdemonstratedvbyvpeople,vbutvrathervitvisvinterpretedvfromvtheirvbehavior.vMotivationvisvwhatevervinfluencesvo
urvchoicesvandvcreatesvdirection,vintensity,vandvpersistencevinvourvbehavior.
8. AccordingvtovR.vN.vLussier,vtherevarevcontentvmotivationvtheoriesvandvprocessvmotivationv
theories.vWhichvofvthevfollowingvisvconsideredvavprocessvmotivationvtheory?
a. Equityvtheory
b. Hierarchyvofvneedsvtheory
c. Existence-relatedness-growthv theory
d. Hygienevmaintenancevandvmotivationvfactors
ANS:vA,vThevprocessvmotivationvtheoriesvarevequityvtheoryvandvexpectancyvtheory.vThevcontentvmotivationvtheoriesvincludevM
aslowsvhierarchyvofvneedsvtheory,vAldefersvexistence-vrelatedness-
growthv(ERG)vtheory,vandvHerzbergsvhygienevmaintenancevfactorsvandvmotivationvfactors.
9. Thevtheoryvthatvincludesvmaintenancevandvmotivationvfactorsvis:
a. Maslowsvhierarchyvofvneeds.
b. Herzbergsvtwo-factorvtheory.
c. McGregorsvtheoryvXvandvtheoryvY.
d. OuchisvtheoryvZ.
,ANS:vB,vThevtwo-
factorvtheoryvofvmotivationvincludesvmotivationvandvmaintenancevfactors.vMaslowsvhierarchyvofvneedsvincludesvthevfollowingvne
eds:vphysiological,vsafety,vsecurity,vbelonging,vandvself-
actualization.vInvtheoryvX,vemployeesvprefervsecurity,vdirection,vandvminimalvresponsibility.vInvtheoryvY,vemployeesvenjoyvthei
rvwork,vshowvself-
controlvandvdiscipline,varevablevtovcontributevcreatively,vandvarevmotivatedvbyvtiesvtovthevgroup,vorganization,vandvthevworkvitself
.vThevfocusvofvtheoryvZvisvcollectivevdecisionvmakingvandvlong-
termvemploymentvthatvinvolvesvslowervpromotionsvandvlessvdirectvsupervision.
10. Avnursevisvappointedvtovavleadershipvpositionvinvthevlocalvhospital.vThevnursesvpositionvwouldvbev
consideredvwhichvofvthevfollowing?
a. Informalvleadership
b. Formalvleadership
c. Leadership
d. Management
ANS:vB,vFormalvleadershipvisvbasedvonvoccupyingvavpositionvinvanvorganization.vInformalvleadershipvisvshownvbyvanvindividualv
whovdemonstratesvleadershipvoutsidevthevscopevofvavformalvleadershipvrolevorvasvavmembervofvavgroup.vLeadershipvisvavprocessvo
fvinfluencevwherebyvthevleadervinfluencesvothersvtowardvgoalvachievement.vManagementvisvavprocessvtovachievevorganizationalv
goals.
11. Avnursingvinstructorvisvevaluatingvwhethervthevnursingvstudentsvunderstandvthevthreevf
undamentalvqualitiesvthatvleadersvshare.vAccordingvtovBennisvandvNanus,vthevfundamentalvq
ualitiesvofveffectivevleadersvare:
a. guidedvvision,vpassion,vandvintegrity.
b. knowledgevofvself,vhonesty,vandvmaturity.
c. intelligence,vself-confidence,vandvdetermination.
d. honesty,vself-awareness,vandvsociability.
ANS:vABennisvandvNanusvlistvguidedvvision,vpassion,vandvintegrityvasvfundamentalvqualitiesvofveffectivevleaders.vKnowledgevo
fvself,vhonestyvandvmaturity;vintelligence,v self-confidencevandvdetermination;vself-
awarenessvandvsociabilityvarevallvdesirablevtraitsvinvleadersvasvwellvasvinvothers.
12. ThevsixvtraitsvidentifiedvbyvKirkpatrickvandvLockevthatvseparatevleadersvfromvnon-leadersvwere:
a. respectability,vtrustworthiness,vflexibility,vself-confidence,vintelligence,vsociability.
b. self-
confidence,vprogressionvofvexperiences,vinfluencevofvothers,vpersonalvlifevfactors,vhonesty,vdriv
e.
c. intelligence,vself-confidence,vdetermination,vintegrity,vsociability,vhonesty.
d. drive,vdesirevtovlead,vhonesty,vself-confidence,vcognitivevability,vknowledgevofvbusiness.
ANS:vD,vResearchvbyvKirkpatrickvandvLockevconcludedvthatvleadersvpossessvsixvtraits:vdrive,vdesirevtovlead,vhonesty,vself-
vconfidence,vcognitivevability, vandvknowledgevofvthevbusiness.vWoodsvidentified vfivevdominantvfactorsvthatvinfluencedvleadership
vdevelopment:vself-
confidence,vinnatevqualities,vprogressionvofvexperience,vinfluencevofvsignificantvothers,vandvpersonalvlifevfactors.vStogdillvident
ifiedvthevfollowingvtraitsvofvavleader:vintelligence,vself-
vconfidence,vdetermination,vintegrity,vandvsociability. vMurphyvandvDeBackvidentified vthevfollowingvleadervcharacteristics:vcari
ng,vrespectability,vtrustworthiness,vandvflexibility.
13. Avnursevmanagervwhovusesvavleadershipvstylevthatvisvparticipatoryvandvwherevauthorityvi
svdelegatedvtovothersvisvmostvlikelyvusingvwhichvofvthevfollowingvleadershipvstyles?
a. Autocratic
b. Democratic
c. Laissez-faire
, d. Employee-centered
ANS:vB,vDemocraticvleadershipvisvparticipatory,vandvauthorityvisvdelegatedvtovothers.vAutocraticvleadershipvinvolvesvcentralized
vdecisionvmaking, vwithvthevleader vmakingvdecisionsvandvusingvpowervtovcommandvandvcontrolvothers.vLaissez-
fairevleadershipvisvpassivevandvpermissive,vandvthevleadervdefersvdecisionvmaking.vEmployee-
centeredvleadershipvfocusesvonvthevhumanvneedsvofvsubordinates.
14. Avcharacteristicvofvthevconsiderationvdimensionvofvleadershipvbehaviorvis:
a. focusvonvthevworkvtovbevdone
b. focusvonvthevtask.
c. focusvonvproduction.
d. focusvonvthevemployee.
ANS:vD,vThevleadershipvdimensionvofvconsiderationvinvolvesvactivitiesvthatvfocusvonvthevemployee.vInitiatingvstructuresvofvleade
rshipvinvolvesvanvemphasisvonvthevworkvtovbevdone,vandvavfocusvonvthevtaskvandvproduction.
15. Thevleadershipvtheoryvthatvconsidersvfollowervreadinessvasvavfactorvinvdeterminingv
leadershipvstylevis:
a. contingency.
b. pathvgoal.
a. situational.
c. charismatic.
ANS:vC,vSituationalvleadershipvconsidersvthevfollowervreadinessvasvavfactorvinvdeterminingvleadershipvstyle.vContingencyvtheoryv
viewsvthevpatternvofvleadervbehaviorvasvdependentvonvthevinteractionvofvthevpersonalityvofvthevleadervandvthevneedsvofvthevsituatio
n.vInvpathvgoalvtheory,vthevleadervworksvtovmotivatevfollowersvandvinfluencevgoalvaccomplishment.vCharismaticvleadershipvhasva
nvinspirationalvqualityvthatvpromotesvanvemotionalvconnectionvfromvfollowers.
16. Invcontingencyvtheory,vthevfeelingsvandvattitudesvofvfollowersvregardingvacceptance,vtrust,vandv
credibilityvofvthevleadervarevcalled:
a. taskvstructure.
b. positionvpower.
c. lowvtaskvstructure.
d. leader-membervrelations.
ANS:vD,vInvcontingencyvtheory,vleader-
membervrelationsvarevthevfeelingsvandvattitudesvofvfollowersvregardingvacceptance,vtrust,vandvcredibilityvofvthevleader.vTaskvstruc
turevofvcontingencyvtheoryvmeansvthevdegreevthatvworkvisvdefined,vwithvspecificvprocedures,vexplicitvdirections,vandvgoals.vLow
vtaskvstructurevinvolvesvworkvthatvisvnotvroutine,vpredictable,vorvclearlyvdefined.vPositionvpowervinvcontingencyvtheoryvisvthevde
greevofvformalvauthorityvandvinfluencevassociatedvwithvthevleader.vREF:vFIEDLERSvCONTINGENCYvTHEORY
17. Invsituationalvtheory,vavtellingvleadershipvstylevisvconsidered:
a. highvtask,vhighvrelationshipvbehavior.
b. highv task,v lowv relationshipv behavior.
c. lowv task,v highv relationshipv behavior.
d. lowvtask,vlowvrelationshipvbehavior.
ANS:vB,vAvtellingvleadershipvstylevisvhighvtaskvbehaviorvandvlowvrelationshipvbehavior.vAvhighvtask,vhighvr
elationshipvstylevisvcalledvavsellingvleadershipvstyle.vAvlowvtaskvandvhighvrelationshipvstylevisvcalledva
v v v v v v
Chapterv1:vNursingvLeadershipvandvManagementv
MULTIPLEvCHOICE
1. AccordingvtovHenrivFayol,vthevfunctionsvofvplanning,vorganizing,vcoordinating,vandvcontrollingv
arevconsideredvwhichvaspectvofvmanagement?
a. Roles
b. Process
c. Functions
d. Taxonomy
ANS:vB,vThevmanagementvprocessvincludesvplanning,vorganizing,vcoordinating,vandvcontrolling.vManagementvrolesvincludevinf
ormationvprocessing,vinterpersonalvrelationships,vandvdecisionvmaking.vManagementvfunctionsvincludevplanning,vorganizing,vstaf
fing,vdirecting,vcoordinating,vreporting,vandvbudgeting.vAvtaxonomyvisvavsystemvthatvordersvprinciplesvintovavgroupingvorvclassif
ication.
2. Whichvofvthevfollowingvisvconsideredvavdecisionalvmanagerialvrole?
a. Disseminator
b. Figurehead
c. Leader
d. Entrepreneur
ANS:vD,vThevdecisionalvmanagerialvrolesvincludeventrepreneur,vdisturbancevhandler,vallocatorvofvresources,vandvnegotiator.vTh
evinformationvprocessingvmanagerialvrolesvincludevmonitor,vdisseminator,vandvspokesperson.vThevinterpersonalvmanagerialvrol
esvincludevfigurehead,vleader,vandvliaison.
3. Avnursevmanagervmeetsvregularlyvwithvothervnursevmanagers,vparticipatesvonvthevorganization
svcommittees,vandvattendsvmeetingsvsponsoredvbyvprofessionalvorganizationsvinvordervtovmanagevre
lationships.vThesevactivitiesvarevconsideredvwhichvfunctionvofvavmanager?
a. Informing
b. Problemvsolving
c. Monitoring
d. Networking
ANS:vD,vThevrolevfunctionsvtovmanagevrelationshipsvarevnetworking,vsupporting,vdevelopingvandvmentoring,vmanagingvconflic
tvandvteamvbuilding,vmotivatingvandvinspiring,vrecognizing,vandvrewarding.vThevrolevfunctionsvtovmanagevthevworkvarevplanni
ngvandvorganizing,vproblemvsolving,vclarifyingvrolesvandvobjectives,vinforming,vmonitoring,vconsulting,vandvdelegating.
4. Avnursevwasvrecentlyvpromotedvtovavmiddle-
levelvmanagervposition.vThevnursesvtitlevwouldvmostvlikelyvbevwhichvofvthevfollowing?
a. First-linevmanager
b. Director
c. Vicevpresidentvofvpatientvcarevservices
d. Chiefvnursevexecutive
ANS:vB,vAvmiddle-levelvmanagervisvcalledvavdirector.vAvlowvmanagerial-vlevelvjobvisvcalledvthevfirst-
linevmanager.vAvnursevinvanvexecutivevlevelvrolevisvcalledvavchiefvnursevexecutivevorvvicevpresidentvofvpatientvcarevservices.
5. AvnursevmanagervwhovusesvFrederickvTaylorsvscientificvmanagementvapproach,vwouldvmostvlikelyv
focusvonvwhichvofvthevfollowing?
, a. Generalvprinciples
b. Positionalvauthority
c. Laborvproductivity
d. Impersonalvrelations
ANS:vC,vThevareavofvfocusvforvscientificvmanagementvisvlaborvproductivity.vInvbureaucraticvtheory,vefficiencyvisvachievedvthroug
hvimpersonalvrelationsvwithinvavformalvstructurevandvisvbasedvonvpositionalvauthority.vAdministrativevprinciplevtheoryvconsistsv
ofvprinciplesvofvmanagementvthatvarevrelevantvtovanyvorganization.
6. AccordingvtovVroomsvTheoryvofvMotivation,vforce:
a. isvthevperceivedvpossibilityvthatvthevgoalvwillvbevachieved.
b. describesvthevamountvofveffortvonevwillvexertvtovreachvonesvgoal.
c. describesvpeoplevwhovhavevfreevwillvbutvchoosevtovcomplyvwithvordersvtheyvarevgiven.
d. isvavnaturallyvformingvsocialvgroupvthatvcanvbecomevavcontributorvtovanvorganization.
ANS:vB,vAccordingvtovVroomsvTheoryvofvMotivation,vForcevdescribesvthevamountvofveffortvonevwillvexertvtovreachvonesvgoal.v
Valencevspeaksvtovthevlevelvofvattractivenessvorvunattractivenessvofvthevgoal.vExpectancyvisvthevperceivedvpossibilityvthatvthevgoal
vwillvbevachieved.vVroomsvTheoryvofvMotivationvcanvbevdemonstratedvinvthevformvofvan vequation:vForcev=vValencevExpectancy
v(Vroom,v1964).vThevtheoryvproposesvthatvthisvequationvcanvhelpvtovpredictvthevmotivation,vorvforce,vofvan vindividualvasvdescribe
dvbyvVroom.
7. AccordingvtovR.vN.vLussier,vmotivation:
a. isvunconsciouslyvdemonstratedvbyvpeople.
b. occursvexternallyvtovinfluencevbehavior.
c. isvdeterminedvbyvothersvchoices.
d. occursvinternallyvtovinfluencevbehavior.
ANS:vD,vMotivationvisvavprocessvthatvoccursvinternallyvtovinfluencevandvdirectvourvbehaviorvinvordervtovsatisfyvneeds.vMotivatio
nvisvnotvexplicitlyvdemonstratedvbyvpeople,vbutvrathervitvisvinterpretedvfromvtheirvbehavior.vMotivationvisvwhatevervinfluencesvo
urvchoicesvandvcreatesvdirection,vintensity,vandvpersistencevinvourvbehavior.
8. AccordingvtovR.vN.vLussier,vtherevarevcontentvmotivationvtheoriesvandvprocessvmotivationv
theories.vWhichvofvthevfollowingvisvconsideredvavprocessvmotivationvtheory?
a. Equityvtheory
b. Hierarchyvofvneedsvtheory
c. Existence-relatedness-growthv theory
d. Hygienevmaintenancevandvmotivationvfactors
ANS:vA,vThevprocessvmotivationvtheoriesvarevequityvtheoryvandvexpectancyvtheory.vThevcontentvmotivationvtheoriesvincludevM
aslowsvhierarchyvofvneedsvtheory,vAldefersvexistence-vrelatedness-
growthv(ERG)vtheory,vandvHerzbergsvhygienevmaintenancevfactorsvandvmotivationvfactors.
9. Thevtheoryvthatvincludesvmaintenancevandvmotivationvfactorsvis:
a. Maslowsvhierarchyvofvneeds.
b. Herzbergsvtwo-factorvtheory.
c. McGregorsvtheoryvXvandvtheoryvY.
d. OuchisvtheoryvZ.
,ANS:vB,vThevtwo-
factorvtheoryvofvmotivationvincludesvmotivationvandvmaintenancevfactors.vMaslowsvhierarchyvofvneedsvincludesvthevfollowingvne
eds:vphysiological,vsafety,vsecurity,vbelonging,vandvself-
actualization.vInvtheoryvX,vemployeesvprefervsecurity,vdirection,vandvminimalvresponsibility.vInvtheoryvY,vemployeesvenjoyvthei
rvwork,vshowvself-
controlvandvdiscipline,varevablevtovcontributevcreatively,vandvarevmotivatedvbyvtiesvtovthevgroup,vorganization,vandvthevworkvitself
.vThevfocusvofvtheoryvZvisvcollectivevdecisionvmakingvandvlong-
termvemploymentvthatvinvolvesvslowervpromotionsvandvlessvdirectvsupervision.
10. Avnursevisvappointedvtovavleadershipvpositionvinvthevlocalvhospital.vThevnursesvpositionvwouldvbev
consideredvwhichvofvthevfollowing?
a. Informalvleadership
b. Formalvleadership
c. Leadership
d. Management
ANS:vB,vFormalvleadershipvisvbasedvonvoccupyingvavpositionvinvanvorganization.vInformalvleadershipvisvshownvbyvanvindividualv
whovdemonstratesvleadershipvoutsidevthevscopevofvavformalvleadershipvrolevorvasvavmembervofvavgroup.vLeadershipvisvavprocessvo
fvinfluencevwherebyvthevleadervinfluencesvothersvtowardvgoalvachievement.vManagementvisvavprocessvtovachievevorganizationalv
goals.
11. Avnursingvinstructorvisvevaluatingvwhethervthevnursingvstudentsvunderstandvthevthreevf
undamentalvqualitiesvthatvleadersvshare.vAccordingvtovBennisvandvNanus,vthevfundamentalvq
ualitiesvofveffectivevleadersvare:
a. guidedvvision,vpassion,vandvintegrity.
b. knowledgevofvself,vhonesty,vandvmaturity.
c. intelligence,vself-confidence,vandvdetermination.
d. honesty,vself-awareness,vandvsociability.
ANS:vABennisvandvNanusvlistvguidedvvision,vpassion,vandvintegrityvasvfundamentalvqualitiesvofveffectivevleaders.vKnowledgevo
fvself,vhonestyvandvmaturity;vintelligence,v self-confidencevandvdetermination;vself-
awarenessvandvsociabilityvarevallvdesirablevtraitsvinvleadersvasvwellvasvinvothers.
12. ThevsixvtraitsvidentifiedvbyvKirkpatrickvandvLockevthatvseparatevleadersvfromvnon-leadersvwere:
a. respectability,vtrustworthiness,vflexibility,vself-confidence,vintelligence,vsociability.
b. self-
confidence,vprogressionvofvexperiences,vinfluencevofvothers,vpersonalvlifevfactors,vhonesty,vdriv
e.
c. intelligence,vself-confidence,vdetermination,vintegrity,vsociability,vhonesty.
d. drive,vdesirevtovlead,vhonesty,vself-confidence,vcognitivevability,vknowledgevofvbusiness.
ANS:vD,vResearchvbyvKirkpatrickvandvLockevconcludedvthatvleadersvpossessvsixvtraits:vdrive,vdesirevtovlead,vhonesty,vself-
vconfidence,vcognitivevability, vandvknowledgevofvthevbusiness.vWoodsvidentified vfivevdominantvfactorsvthatvinfluencedvleadership
vdevelopment:vself-
confidence,vinnatevqualities,vprogressionvofvexperience,vinfluencevofvsignificantvothers,vandvpersonalvlifevfactors.vStogdillvident
ifiedvthevfollowingvtraitsvofvavleader:vintelligence,vself-
vconfidence,vdetermination,vintegrity,vandvsociability. vMurphyvandvDeBackvidentified vthevfollowingvleadervcharacteristics:vcari
ng,vrespectability,vtrustworthiness,vandvflexibility.
13. Avnursevmanagervwhovusesvavleadershipvstylevthatvisvparticipatoryvandvwherevauthorityvi
svdelegatedvtovothersvisvmostvlikelyvusingvwhichvofvthevfollowingvleadershipvstyles?
a. Autocratic
b. Democratic
c. Laissez-faire
, d. Employee-centered
ANS:vB,vDemocraticvleadershipvisvparticipatory,vandvauthorityvisvdelegatedvtovothers.vAutocraticvleadershipvinvolvesvcentralized
vdecisionvmaking, vwithvthevleader vmakingvdecisionsvandvusingvpowervtovcommandvandvcontrolvothers.vLaissez-
fairevleadershipvisvpassivevandvpermissive,vandvthevleadervdefersvdecisionvmaking.vEmployee-
centeredvleadershipvfocusesvonvthevhumanvneedsvofvsubordinates.
14. Avcharacteristicvofvthevconsiderationvdimensionvofvleadershipvbehaviorvis:
a. focusvonvthevworkvtovbevdone
b. focusvonvthevtask.
c. focusvonvproduction.
d. focusvonvthevemployee.
ANS:vD,vThevleadershipvdimensionvofvconsiderationvinvolvesvactivitiesvthatvfocusvonvthevemployee.vInitiatingvstructuresvofvleade
rshipvinvolvesvanvemphasisvonvthevworkvtovbevdone,vandvavfocusvonvthevtaskvandvproduction.
15. Thevleadershipvtheoryvthatvconsidersvfollowervreadinessvasvavfactorvinvdeterminingv
leadershipvstylevis:
a. contingency.
b. pathvgoal.
a. situational.
c. charismatic.
ANS:vC,vSituationalvleadershipvconsidersvthevfollowervreadinessvasvavfactorvinvdeterminingvleadershipvstyle.vContingencyvtheoryv
viewsvthevpatternvofvleadervbehaviorvasvdependentvonvthevinteractionvofvthevpersonalityvofvthevleadervandvthevneedsvofvthevsituatio
n.vInvpathvgoalvtheory,vthevleadervworksvtovmotivatevfollowersvandvinfluencevgoalvaccomplishment.vCharismaticvleadershipvhasva
nvinspirationalvqualityvthatvpromotesvanvemotionalvconnectionvfromvfollowers.
16. Invcontingencyvtheory,vthevfeelingsvandvattitudesvofvfollowersvregardingvacceptance,vtrust,vandv
credibilityvofvthevleadervarevcalled:
a. taskvstructure.
b. positionvpower.
c. lowvtaskvstructure.
d. leader-membervrelations.
ANS:vD,vInvcontingencyvtheory,vleader-
membervrelationsvarevthevfeelingsvandvattitudesvofvfollowersvregardingvacceptance,vtrust,vandvcredibilityvofvthevleader.vTaskvstruc
turevofvcontingencyvtheoryvmeansvthevdegreevthatvworkvisvdefined,vwithvspecificvprocedures,vexplicitvdirections,vandvgoals.vLow
vtaskvstructurevinvolvesvworkvthatvisvnotvroutine,vpredictable,vorvclearlyvdefined.vPositionvpowervinvcontingencyvtheoryvisvthevde
greevofvformalvauthorityvandvinfluencevassociatedvwithvthevleader.vREF:vFIEDLERSvCONTINGENCYvTHEORY
17. Invsituationalvtheory,vavtellingvleadershipvstylevisvconsidered:
a. highvtask,vhighvrelationshipvbehavior.
b. highv task,v lowv relationshipv behavior.
c. lowv task,v highv relationshipv behavior.
d. lowvtask,vlowvrelationshipvbehavior.
ANS:vB,vAvtellingvleadershipvstylevisvhighvtaskvbehaviorvandvlowvrelationshipvbehavior.vAvhighvtask,vhighvr
elationshipvstylevisvcalledvavsellingvleadershipvstyle.vAvlowvtaskvandvhighvrelationshipvstylevisvcalledva
